Project Management Framework: 1st Edition (Hardback) book cover

Project Management Framework

1st Edition

By D.G. Carmichael

CRC Press

300 pages

Purchasing Options:$ = USD
Hardback: 9789058093257
pub: 2003-01-01
SAVE ~$37.00
Currently out of stock
$185.00
$148.00
x
eBook (VitalSource) : 9780203971116
pub: 2005-08-12
from $28.98


FREE Standard Shipping!

Description

This book covers the framework of project management, a discipline that is topical in many quarters. The aims of ‘Project Management Framework’ are to understand project management and to stimulate and contribute to a structured way of thinking in applying this discipline. In this work, a systems view to project management is described, based on the realization that management is a synthesis or inverse problem. One of the overriding reasons for writing this book was to counter the myriad of misconceptions and thinking errors that exist amount project management writers and practitioners. In addition, the usage of correct terminology and application of right level of thinking are discussed as factors contributing to the heart of more mature management practices.

The subject matter is developed in this edition through looking at the fundamentals of projects and management and subsequently through studying the chronological development of the project life cycle. In order to support theory, numerous case examples from diverse industries are included. Aspects that are generally not available elsewhere are highlighted, whereas project management material that is readily available in other texts has been deliberately omitted.

This book is intended to serve students, teachers and practitioners. As only very few prerequisites are needed apart from a basic interest in projects, some exposure to the discipline and a systematic thinking ability, this book serves a broad group of interested readers who want to know more about the discipline.

Table of Contents

A. OVERVIEW

1 INTRODUCTION

1.1 General

1.2 Project Success and Under-Performance

1.2.1 Influences and criteria

1.2.2 Factors affecting a project’s outcome

1.3 Book Outline

Exercises

2 PROJECTS AND PROJECT LIFE CYCLES

2.1 Introduction

2.2 What is a Project?

2.2.1 Definitions

2.2.2 Attributes

2.2.3 Projects and subprojects

2.2.4 Programs

2.3 Project Phases

2.3.1 Changes

2.3.2 Phases

2.3.3 Phase transitions

2.3.4 Project life cycles

2.4 Some Humour

2.5 Project Types

2.6 Project Management

2.7 Phase Impact

2.7.1 General

2.7.2 The influence of early project phase work

2.7.3 Some studies

2.7.4 Reasons for not doing early project phase work

Exercises

3 WHAT IS PROJECT MANAGEMENT?

3.1 Introduction

3.2 Definitions

3.3 Ways of Looking at Project Management

3.3.1 What a project manager does

3.3.2 General

3.4 Is Project Management Different to General Management?

3.4.1 Comparison

3.4.2 Change

3.4.3 Management by projects

3.4.4 Projects and general management

3.5 Project Management as a Discipline

Exercises

4 SYSTEMATIC GENERAL PROBLEM SOLVING

4.1 Introduction

4.2 The Problem Solving Process

4.3 Problem definition

4.4 Selecting Objectives

4.5 Generating Alternatives/Synthesising Systems

4.5.1 General

4.5.2 Idea generation

4.6 Analysis/Analysing Systems

4.7 Selecting the Best Alternative

Exercises

Appendix 4/1 Value Management

4/1.1 Group Problem Solving

4/1.2 Value Management Outline

4/1.2.1 Introduction

4/1.2.2 Value management process

4/1.2.3 Comparison

4/1.2.4 Closure

Exercises

Appendix 4/2 Risk Management

4/2.1 Preferred Definitions

4/2.2 Alternatives

4/2.3 Other Issues

4/2.4 The Risk Management Process

4/2.5 A Systematic Framework

Exercises

Appendix 4/3 Work Study

4/3.1 lntroduction

4/3.2 Work Study Outline

4/3.3 Method Study

4/3.4 Work Measurement

4/3.5 Relationship to Problem Solving

4/3.6 Reengineering

B. STARTING A PROJECT OFF

5 EARLY PROJECT ACTIVITIES

Exercises

6 A PROJECT'S ORIGIN

6.1 Introduction

6.2 Strategic Plan

6.3 Market Research

6.4 Opportunity Studies

6.5 Prior Obsolescence

6.6 Political Input

6.7 Tendering

6.8 Miscellaneous Sources

Exercises

7 OBJECTIVES AND CONSTRAINTS

7.1 Projects and Project Objectives

7.2 Alternative Names for Objectives

7.3 Characteristics of Objectives

7.4 Organisation Hierarchy and Objectives

7.5 Multiple Objectives

7.6 Constraints

7.7 Performance Measures

Exercises

8 PROJECT SCOPE

8.1 Scope Definition

8.2 Getting to the Scope

8.3 Scope Practices

Exercises

C. OTHER LIFE CYCLE ACTIVITIES

9 OTHER LIFE CYCLE ACTIVITIES

9.1 Introduction

9.2 Other Activities in Starting a Project Off

9.3 Main Issues in Progressing a Project

9.4 Main Issues in Finalising a Project

D. PROJECT EXAMPLES

10 MOVIE MAKING

10.1 Introduction

10.2 Project Phases

10.3 Project Management

10.4 Organisation Structure

10.5 Formal Project Management Practices Applied to Movie Making

Exercises

11 ORGANISATIONAL CHANGE

11.1 Outline

11.2 Reasons for Change

11.3 Organisational Issues

11.4 Project Management Phasing

11.5 Problems Dealing with Change

11.6 Formal Project Management Practices Applied to Change

12 CONVERTING TO A PROJECT-BASED ORGANISATION

12.1 lntroduction

12.2 Organisational Issues Involved in Converting to a Project-Based Organisation

12.3 Practices for Dealing with Change Issues

13 TECHNICAL V NON-TECHNICAL PROJECTS

13.1 Introduction

13.2 Differences between Technical and Non-Technical Projects

13.3 Management Differences

Exercises

14 PROJECTS WITH ILL-DEFINED SCOPE

14.1 Some Issues

14.2 Scope Definition

14.3 General

14.4 Procedures for Managing Projects with Ill-Defined Scope

15 FAST-TRACKED PROJECTS

15.1 lntroduction

15.2 Managerial Problems Peculiar to Fast-Tracked Projects

15.3 Practices for Dealing with These Problems

Exercises

E. A FRESH LOOK AT PROJECT MANAGEMENT

16 SYSTEMS THINKING

16.1 Introduction

16.2 Systems-Subsystems

16.3 Single Level System

16.4 Fundamental Systems Problems

16.5 Management

16.6 The Optimal Control Problem

16.7 Optimisation Techniques

16.8 Planning

16.9 Project Management

17 STAGED (PHASED) DECOMPOSITION OF PROJECTS

17.1 Introduction

17.2 A Generalisation

17.3 Dynamic Programming

17.4 Pontryagin's Principle

17.5 Lower Level Decomposition of Projects

About the Author

Carmichael\, D.G.

Subject Categories

BISAC Subject Codes/Headings:
BUS101000
BUSINESS & ECONOMICS / Project Management
TEC009020
TECHNOLOGY & ENGINEERING / Civil / General